Performance Conversations

An academic performance review is a performance conversation where your Line Manager, Head of School or faculty Associate Pro-Vice-Chancellor discusses your work progress, grant income and publication targets, and any support you might need. It should be a two-way dialogue, not a one-sided assessment. They form part of the University’s capability procedure. Although badged as the first and informal step of this procedure, the seniority of the people attending these meetings is likely to make it feel anything but.

We know that for some time the University has wanted to put more pressure on staff to drive up ‘performance’. To date, this has been applied fairly unevenly across faculties. These reviews mark the start of something much more comprehensive and University wide with more than 100 staff likely to receive such invitations (as of Dec ‘25). With the financial pressures facing the University and an impending business plan for Future Nottingham 2, one suspects these reviews might also serve to increase uptake of a possible voluntary redundancy scheme and/or any conversations about mutually agreed exits (protected conversations) that may occur in 2026. However it should be emphasized that both of these possible processes are voluntary and there should be no direct pressure put on staff to accept any offers made.

Yes, participation is required. However, you do not have to accept unfair treatment, unreasonable expectations, or conversations that feel disciplinary.

The initial step of the University’s capability procedure is informal. At this stage, there is no legal or policy right for a union rep to be present. However, there is nothing preventing a member from asking if a workplace colleague or rep can be present. It is up to the manager’s discretion whether they allow this but it would be unusual for the University to deny a reasonable request and such requests have been previously honoured. The workplace colleague/union rep would only have an observer role during any informal stage.

• Check your data on the academic dashboard to see if it is accurate and prepare a list of corrections.
• Familiarise yourself with your faculty specific KPIs (where they exist) or other targets that have previously been set, either individually in ADCs or collectively from School communications.
• Have some concrete plans for how to close any gaps between performance to date and the relevant KPIs/previous targets.
• If there are barriers to achieving any of the goals likely to be demanded, prepare to make these explicit in the meeting and what the University can do to mitigate these.
• Make a note of any wider University service/roles that you have carried out and ensure these are acknowledged in the meeting.
• Any reasonable accommodation needs or wellbeing issues that are relevant.

In principle, no—they should be developmental and focus on improvement. However, if there is a failure to meet the goals agreed the process may move into the second formal part of the capability procedure. At that point, you are entitled to Union representation and you should request local caseworker support from UCU. Note that one possible outcome of the capability process is dismissal, but this is likely only ever to occur after a sustained period of ‘underperformance’. In academic terms, this is likely to be 9 months or more. The Union is not aware of academic dismissals under these circumstances in the last few years.

Push back politely but firmly. Unrealistic targets—particularly under high workloads—should be adjusted. The union encourages members to request clarity, timelines, and support provisions before agreeing to any goals.

Keep calm and ask for specifics. Vague criticisms like “not meeting expectations” should be backed with concrete examples and linked to actual job descriptions or criteria that have previously been made explicit. Take written notes so the union can help if needed.

Support might include mentoring, workload adjustments, training opportunities, or tailored timelines. A manager should not simply demand improvement without offering meaningful support where barriers have been identified.

• Keep your own notes.
• Save any written summaries or actions agreed.
• Contact your school or departmental UCU rep if any targets are concerning, or workloads are unmanageable

UCU will be actively scrutinising the process to ensure it is fair, proportionate and in line with agreed University policies. We will also be ensuring that whilst targets are equitable, individual circumstances are recognised. If you have any concerns about the process, please do speak to your Departmental Rep in the first instance.